The door opens 4/20the rush begins, and the line is out the door. Registers stay hot, while a schedule built for a typical day turns into a much different job within the first hour. From the outside, it looks like a success. However, the tension is palpable from within.

The floor leader handles the surge because he knows the products, not because he’s been trained to perform high-pressure shifts. An employee misses a legally required break because no one has been specifically instructed to track it. Another works long after the end of the scheduled shift, but the time recording does not reflect what actually happened. Payroll will not detect this problem in real time. It appears later when the day is over and the revenue has already been calculated. This is the part of 4/20 that many operators don’t notice until it’s too late.

One of the dispensary’s busiest trading days is not creating new workforce challenges. What it does is it exposes the workforce problems that are already there in the business. Calls about these failures are also rare on April 20. They come weeks later, when a payroll reconciliation is done, when a former employee files a grievance, or when an audit forces someone to compare what happened on the floor with what happened in the records. By then, the sales spike is old news, and accountability takes over.

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